Efficiency Indicators

Charges

The average full patient charge, based on charge schedules, per case. The desired direction is toward a lower value.

(lower is better)

11,540.70

Net patient revenue per case ($)

The average dollar amount expected to be collected per case. The desired direction is toward a lower value.

(lower is better)

2,254.10

Gross patient revenue per procedure ($)

The average full patient charge, based on charge schedules, per procedure. The desired direction is toward a lower value.

(lower is better)

11,540.70

Net patient revenue per procedure ($)

The average dollar amount expected to be collected per procedure. The desired direction is toward a lower value.

(lower is better)

2,254.10

Costs

Indicator Description

Value

Cost per case ($)

The average total operating cost per case. The desired direction is toward a lower value.

(lower is better)

1,879.34

Cost per procedure ($)

The average total operating cost per procedure. The desired direction is toward a lower value.

(lower is better)

1,879.34

Labor cost per case ($)

The average personnel expense per case. The desired direction is toward a lower value.

(lower is better)

0.00

Non-Labor cost per case ($)

The average supply, maintenance and non-personnel expense per case. The desired direction is toward a lower value.

(lower is better)

1,873.56

Capital cost per case ($)

The average physical facility costs (e.g., capital expenses related to the acquisition of permanent assets, the related financing costs and the related capital tax expenses) per case. The desired direction is toward a lower value.

(lower is better)

5.78

Operating income per case ($)

The amount of profit or loss before tax expense per case. The desired direction is toward a higher value.

(higher is better)

374.76

Labor cost per procedure ($)

The average personnel expense per procedure. The desired direction is toward a lower value.

(lower is better)

0.00

Non-labor cost per procedure ($)

The average supply, maintenance and non-personnel expense per procedure. The desired direction is toward a lower value.

(lower is better)

1,873.56

Capital cost per procedure ($)

The average physical facility costs (e.g., expenses for depreciation, amortization, interest, insurance and taxes as related to the acquisition of permanent assets) per procedure. The desired direction is toward a lower value.

(lower is better)

5.78

Operating income per procedure ($)

The amount of profit or loss before tax expense per procedure. The desired direction is toward a higher value.

(lower is better)

374.76

Productivity/Utilization

Indicator Description

Value

Cases per full-time equivalent

The average number of cases performed per employee or agency personnel. The desired direction is toward a higher value.

(higher is better)

105.86

Procedure per full-time equivalent

The average number of procedures performed per employee or agency personnel. The desired direction is toward a higher value.

(higher is better)

105.86

Operating room utilization (%)

Expressed as a percentage, it is the total number of hours the operating room was used to perform procedures in relation to the total available operating room hours. The desired direction is toward a higher value.

(higher is better)

35.74

Financial Viability

Indicator Description

Value

Total margin (%)

Expressed as a percentage, the profit or loss after tax expense that the facility generates in relation to its expenses. The desired direction is toward a higher value.

(higher is better)

16.63

Return on assets(%)

Expressed as a percentage, the facility's ability to generate cash on its financial resources (for example, investments, receivables, inventory, physical plant, etc.) The desired direction is toward a higher value.

(higher is better)

82.20

Cash debt coverage

A measure of the facility's ability to generate cash to cover its long-term debt. The desired direction is toward a higher value.

(higher is better)

8.97

Fixed asset financing ratio

The percentage of asset value financed by long-term debt. The desired direction is toward a lower value.

(lower is better)

0.46

Community Support

Indicator Description

Value

Charity care, bad debts, and taxes (%)

Expressed as a percentage, it is the amount of charity care (converted to a cost basis,) bad debt and taxes the facility incurred in relation to its total expenses. The desired direction is toward a higher value.

(higher is better)

1.89

Medicaid (%)

Expressed as a percentage, it is the amount of patient days for patients enrolled in the Medicaid program in relation to total patient days. The number of patient days has been adjusted to account for outpatient service revenue. The desired direction is toward a higher value.

(higher is better)

8.25

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Financial Information

Hospital financial information was originally intended to benefit of large employers and purchasers of care.
However, consumers should know that financially healthy hospitals may be better able to provide charity care and invest in infrastructure, and technology. Rankings on financial measures are found within the Efficiency tab.